Good leaders inspire confidence in themselves and their abilities.

Learning Goal: I’m working on a business writing question and need an explanation and answer to help me learn.250 Words each with at least one referenceOne: Good leaders inspire confidence in themselves and their abilities. Great leaders inspire confidence in the team and their collective contributions. Great leaders also inspire enthusiasm among the team members to exceed their normal performance level to reach a common goal (Smith et al., 2018). To create an optimal environment for success, leaders must be able to do all these things and more. Successful teamwork has four key characteristics: a clear and compelling purpose or goal, an enabling social structure that facilitates teamwork, a supportive organizational context, and expert teamwork coaching.Effective teamwork depends on (1) the team members’ psychological safety, defined as their ability to trust one another and feel safe enough within the team to admit a mistake, ask a question, offer new data, or try a new skill without fear of embarrassment or punishment, and (2) allows team members to learn, teach, communicate, reason, think together, and achieve shared goals, irrespective of their individual positions or status outside the team (Borkowski, 2016). Other characteristics that are important in the success of a team are defined roles, effective decision making, balanced participation, diversity, positive environment, and participation of the leadership team (Borkowski, 2016).A literature review examined teamwork in operating rooms, ICUs, emergency medicine, and trauma/resuscitation teams, focusing on quality and patient safety. The review revealed that teamwork played an important role in preventing adverse events, and it showed a relationship between staff perception of teamwork and attitudes about the importance of quality and patient safety (Smith et al., 2018). The development, implementation, and maintenance of health care teams that can improve patient outcomes and clinician well-being are complex endeavors and their manifestation will vary among different health care settings. Despite the intermixture of existing health care teams, all require some degree of ongoing investment of time and resources to achieve their potential. There is a substantial body of literature establishing the science of teamwork and outlining strategies to improve teamwork, such as team-based training practices (U.S. Department of Health and Human Services, n.d.). Furthermore, programs such as the Department of Defense and AHRQ’s Team Strategies and Tools to Enhance Performance and Patient Safety have been used to integrate teamwork into practice (U.S. Department of Health and Human Services, n.d.).References:Borkowski, N. (2016). Organizational behavior, theory, and design in health care (2nd ed.).Smith, C., Balatbat, C., Corbridge, S., Dopp, A., Fried, J., and Harter, R. (2018). Implementing optimal team-based care to reduce clinician burnout. Department of Health and Human Services. (n.d.). TeamSTEPPS: National implementation. According to Taplin et al (2013), the Affordable Care Act [ACA] was expected to give impetus to the growing importance of teams in health care. TeamSTEPPS (U.S. Department of Health & Human Services, n.d.) has identified characteristics of high-performing teams that all teams in health care can aim to emulate. Every successful team needs a strong leader: a person who commands respect for clear vision, awareness of the role, and a supportive manner, as well as for professional skills. All members of the team should have a clearly defined role and area of responsibility, share the same clear and valued vision with shared mental models, and have a strong sense of collective trust and confidence. Team members must engage in regular feedback and create mechanisms to cooperate and coordinate activities, managing and optimizing performance outcomes and the utilization of resources. TeamSTEPPS identifies core team working skills as leadership, communication, mutual support, and situation monitoring. Knowledge and positive attitudes are employed to generate performance measured in terms of patient and employee satisfaction, quality outcomes, staff retention rates, and improvements to the organization’s bottom line (Ostermeier, 2014). Effective teams require an appropriate organizational environment: an organizational culture that values teamwork by encouraging training in teamwork and interprofessional collaboration (IEC Expert Panel, 2011), and hires and promotes recognition of teamworking skills as well as technical skills (Taplin et al, 2013).Cecilia Wooden (Laureate Education (Producer), 2015c), states that teams should not be afraid of conflict because it can provoke discussion that can lead to positive outcomes. These can include the sharing of information, removal of ambiguities, and the clarification of individual responsibilities, ensuring that everyone knows everyone’s designated role. Conflict can reinforce the need for ongoing frank and full communication between team members, extended also to patients who should not only be included in discussions on bedside rounds but also represented on key committees (TeamSTEPPS). Kevin Smith (Laureate Education (Producer), 2015c), argues that in modern healthcare there is virtually no issue with so narrow a focus that it does not need inputs from multiple disciplines. He gives an example of an organization where they joke that “nothing gets done here without a team being involved” and where teams of from 8 to 20 people have planned projects to open a new 23-bed unit and to renovate an emergency room. Teams including architects, nurses, doctors, accountants, and engineers, came to understand each other’s perspectives and learn from each other to the extent that all team members took pride in feeling that it was their own project. Taking common ownership of an end goal that is good for patients and the organization is the benefit of teamwork. The Institute for Healthcare Improvement [IHI] reports an example of teamwork at Columbus Regional Hospital, Columbia, where the clinical nurse specialist worked with the director of facilities and materials management to improve acute myocardial infarction care. By understanding better how support services can affect patient outcomes it was possible significantly to reduce hospital-acquired infections. Everything that happens in a hospital is in some way related to patient care and drawing people into teams lets everyone share in successful outcomes. ReferencesIEC Expert Panel. (2011). Core competencies for interprofessional collaborative practice: Report of an expert panel. Washington, D.C.: Interprofessional Education Collaborative [IEC].IHI (2008). Columbus Regional Hospital: Where a Focus on Safety Promotes Interdisciplinary Teamwork. Institute for Healthcare Improvement [IHI], Annual Progress Report, 2008.Laureate Education (Producer). (2015c). Groups and teams [Video file]. Baltimore, MD: Author.Ostermeier, L. (2014). Building an Integrated Workforce: Keys to Developing a Strong Team Culture. B E Smith, Inc. 2014.Taplin, S. H., Foster, M. K., & Shortell, S. M. (2013). Organizational leadership for building effective health care teams. Annals of Family Medicine, 11(3), 279-281.U.S. Department of Health & Human Services (n.d.) TeamSTEPPS: National implementation. Retrieved from
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